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Winning hearts and minds: how to embed UX from scratch in a large organisation
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Winning hearts and minds: how to embed UX from scratch in a large organisation


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A talk I gave at UX Cambridge 2011 about my experiences of embedding UX in a large, public sector organisation.

A talk I gave at UX Cambridge 2011 about my experiences of embedding UX in a large, public sector organisation.

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  • Developed by Fred Davis in 1989, to provide a valid and reliable method of predicting user acceptance of information systems. TAM is an extension of the Theory of Planned Behaviour (Azjen, 1989) but uses two key measures: perceived usefulness and perceived ease of use.Perceived usefulness is defined here as "the degree to which a person believes that using a particular system would enhance his or her job performance.“Perceived ease of use, in contrast, refers to "the degree to which a person believes that using a particular system would be free of effort."
  • Choose a self-contained project
  • School closures page – analyticsLibraries – card sorting how people understand the term ‘your library online’OU – course listing on home page
  • My Manager and Director are both supportive of UX
  • Transcript

    • 1. Winning hearts andminds: how to embedUX from scratch in a large organisation Michele Ide-Smith UX Cambridge, November 2011
    • 2. “As their usability approach matures,organisations typically progressthrough the same sequence of stages,from initial hostility to widespreadreliance on user research.” Jakob Nielsen
    • 3. A bit of backgroundPhoto by Kaptain Kobold
    • 4. About me Head of Information Interactive Architecture Production Started MSc in Web HCI Web developer accessibility UX Specialist1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Web Strategy Project Manager & Manager Information Architect Observed user testing Graduated with MSc in HCI
    • 5. A revelation can become a passion
    • 6. The organisation I worked for had tosave £160 million in the next 5 years
    • 7. Costs per transaction• Face-to-face £8.23• Telephone £3.21• Website £0.39Source: SOCITM (Society for IT Managers), 2009
    • 8. Technology Acceptance Model (Davis, 1989)
    • 9. Making Council web services useful and usable saves public money
    • 10. We came a long way in 5 years…2006 2011Occasional usability Dedicated UX Architectsurvey UX techniques and skills embedded
    • 11. UX Maturity Model diagram from an article by @rfeijo We got to here
    • 12. How did we get started?Photo by Sarah and Mike …probably
    • 13. UX techniques are not hard to pick up
    • 14. But knowing when and why to use them takes experience
    • 15. Lesson learnt #1
    • 16. Start with small butperfectly formed projects Research Improve Design Evaluate Prototype
    • 17. Demonstrate the value of using UXmethods, however small the project
    • 18. Lesson learnt #2
    • 19. Some stakeholders have strong opinions
    • 20. Data can speak volumes
    • 21. Use data to tell a story about your users User testing / interviews Customer feedback Call centre stats Analytics
    • 22. Lesson learnt #3
    • 23. Highlighting poor design and content requires tact and diplomacy
    • 24. Always point out something positive as well as the negatives Use familiar language e.g. ‘customer focus’, ‘customer experience’Photo by hatalmas
    • 25. Lesson learnt #4
    • 26. Find a UX Champion who can gain organisational support and resources UX rocks!!Photo by Dunechaser
    • 27. Lesson learnt #5
    • 28. If you have budget available anddecide to use external expertise
    • 29. Find a supplier who’ll work collaboratively Work collaboratively And help transfer skills to in-house teamsPhoto by Lollyman:
    • 30. Lesson learnt #6
    • 31. The whole team can learn UX skills
    • 32. Everyone in the team could use Analytics data or do an expert reviewPhoto by Oblong
    • 33. Anyone can have design ideas
    • 34. The person who created thesesketches had no prior UX experience
    • 35. Developers appreciate design input when it makes their lives easier
    • 36. Lesson learnt #7
    • 37. Regular user testing is an invaluable way to get early feedback on designsPhoto by Kaptain Kobold
    • 38. Recruiting users can be time consuming and expensive
    • 39. Maximise opportunities to recruit users e.g. add a check box oncustomer surveys / feedback forms, or a question to the call centre scripts
    • 40. Lesson learnt #8
    • 41. It’s your job to sell the value of UX
    • 42. Set targets and evaluate andbenchmark using consistent metrics
    • 43. Lesson learnt #9
    • 44. UX people should influence all areas ofthe business that impact on customers
    • 45. Procurement decisions are often onlybased on cost and business requirements
    • 46. Bad UX costs the business through increased calls to customer supportPhoto by ntr23
    • 47. Integrate usability evaluations andaccessibility audits into procurement
    • 48. Speak to customer support tounderstand customer problems
    • 49. Lesson learnt #10
    • 50. Standardising processes and templatessaves time and helps with a UX roll out
    • 51. We integrated UX processes into Agile (Scrum) processes
    • 52. Creating method cards helped develop UX knowledge and summarise when and how to use UX techniques
    • 53. Method cards courtesy of
    • 54. Leave room to experiment with newtechniques – don’t be too prescriptive
    • 55. Lesson learnt #11
    • 56. UX can become a full time job
    • 57. It’s often only a small percentage of your job role
    • 58. After 4 years we created adedicated UX Architect role
    • 59. Developing UX skills, retaining talent and recruiting is hard work
    • 60. Lesson learnt #12
    • 61. Do you know who your users are?Photo by Joe Shablotnik
    • 62. Work with data experts¹ to segment customers and help create personas,to enable everyone in the organisation to know their users1. Data experts could be market researchers or data analysts
    • 63. Use personas to bring your user data to lifePhoto by Canned Tuna
    • 64. We created personas with quantitativedata (demographic and transactional) as well as qualitative data
    • 65. Personas inform service design, notjust website and application design
    • 66. UX was being considered at each point in a customer journey
    • 67. A team which collaborates and learns together can achieve great things Photo by Rob Young
    • 68. UX adoption / maturity survey• Based on Human Factors International checklist (developed after 2009 survey)• 65 respondents, sourced from UX networks and groups (London IA, LinkedIn, Twitter)
    • 69. Sectors
    • 70. Organisation size
    • 71. 46% Have executive support 30%At senior executive level (V or C level)
    • 72. 8%Have UX governance
    • 73. 24% strategy Have a published UX or vision statement 13% 19%Review or update State that UX is an it regularly organisational success driver
    • 74. Most popular UX techniques
    • 75. Most effective techniques
    • 76. 16%standardisedUse the same shared /UX methods within the organisation 22% 11%UX research is a Have a published required step UX standard
    • 77. 41% values andSaid their organisation recognises UX successes
    • 78. 25%Define measurable success criteriaand performance metrics for everywebsite or application they develop 8% Measure and report ROI
    • 79. 36% part ofSaid UX skills are a recognised their job description 38% 22% Have staff Provide training /dedicated to UX education for non-100% of the time UX staff
    • 80. Challenges• Resources - limited resources and budget• Communication / education - lack of understanding of what UX is• Strategy – lack of UX vision; lack of mandate; de-centralisation leads to departmental silos; no centralised UX plan; UX as a ‘bolt on’• Change – fear of change
    • 81. Top tips• Sell the benefits and value• Gain buy in and engage others e.g. observing user testing, sketching and ideation sessions• Go undercover• But at some point you’ll need to embed and formalise the process
    • 82. In conclusion
    • 83. “No matter how impassioned yourapproach, it’s impossible to take acompany straight from UX indifference toUX maturity. The demands are toodisruptive. Focus, as the undercovermanifesto suggests, on big changethrough small victories, slowly winningthe hearts and minds and convincing yourteam of the need for UX approaches .” Cennydd Bowles, James Box
    • 84. Thanks for listening!Photo by brieuc_s
    • 85. Get in touchMichele Ide-SmithUser Experience SpecialistRed Gate